Update of Major Projects

Over the page is a summary of the Council’s Major projects:

Please note before reviewing the “Large” project information:

- The Summary of “Large” projects will evolve over time as projects progress, are completed and new projects are initiated and is provided to inform the committee in performing its role of risk and assurance of the project management approach.
- Any project that achieves a score of 80 or more out of 160 qualifies as a “Medium/Large” or Major project and is included in this list.
- Executive is responsible for scheme financing/policy and Scrutiny will perform detailed reviews of any relevant project.
- The status (RAG – Red, Amber or Green) is provided as an overview. (RAG description, below, as agreed at the July 2016 A&G committee)

| Status | Description | |--------|-------------| | Green | All the elements of delivery are within acceptable parameters with risks managed. | | Amber | There are risks/issues with one or more elements of delivery. There is a plan in place to bring the project back within acceptable parameters and it is in the control of the project team. | | Red | There are issues with one or more elements of delivery and there is no plan in place to mitigate or there is a plan emerging, but it is out of the control of the project team |

THE CORPORATE PROJECTS PORTFOLIO WAS SIGNIFICANTLY AFFECTED BY THE UNPRECEDENTED CHALLENGES OF THE COVID-19 PANDEMIC DURING THIS PERIOD | Large projects summary | Previous period (RAG) | This period (RAG) | Direction of travel | |-------------------------------------------------------------|-----------------------|-------------------|---------------------| | Older Person’s Accommodation Phase 2(ASC) | Amber | Amber | Same | | York Central | Amber | Amber | Same | | Castle Gateway | Amber | Amber | Same | | Local Plan | Amber | Amber | Same | | Guildhall | Red | Red | Same | | Community Stadium | Green | Green | Same | | Outer ring road (A1237) | Amber | Amber | Same | | Housing Delivery Programme | Amber | Amber | Same | | Centre of Excellence/The Beehive | Amber | Amber | Same | | Provision of School Places 2017-2023 | Amber | Amber | Same | | Housing ICT Programme | Red | Red | Same | | Smart Travel Evolution Programme (STEP) | Amber | Amber | Same | | Flood Risk | Green | Green | Same | | City Centre Access Project | Amber | Amber | Same | | Parking Review | Amber | Amber | Same | | Inclusion Review | Amber | Amber | Same | | Be Independent | Amber | Amber | Same | | Procurement of MSA and Strategic Engagement Technology Partner| Amber | Amber | Same | | Hyperhubs | Amber | Amber | Same | | Future Library Investment Programme (FLIP) | Green | Green | Same | | Pay on Exit | Green | | New | Detailed Updates

| Project title | Older Persons’ Accommodation Programme Phase 2 | |---------------|-----------------------------------------------| | Reporting period | August 2020 |

**Description**

To provide, and ensure the provision of, a range of accommodation to address the housing (and care) needs of the city’s older residents. The Council’s Executive on 30th July 2015 approved the Business Case for the Older Persons' Accommodation Programme in order to prepare the city for a 50% increase in the size of the over 75 population. This will:

- Deliver a 10 unit extension and refurbishment of Lincoln Court Independent living scheme
- Build a 29 unit extension to the Extra Care scheme at Marjorie Waite Court, plus provide 4 bungalows on the site
- Carry out community and stakeholder engagement to establish the demand for specialist older person's housing and the issues facility residents of the city in relation to age related housing.
- Complete procurement of a new residential care facility as part of the wider Health and Wellbeing Campus at Burnholme; and
- Encourage the development of additional residential care capacity, extra care and age related housing, supporting older people to continue to live independently in their own home.
- Complete the transfer of Haxby Hall care home to a care provider who will extend and enhance the provision on site.
- Review the Council’s Independent Living stock to ensure it meets the needs of existing and new tenants and to seek opportunities to increase its capacity.

| Overall status this period (Aug) | Overall status previous period (Jul) | |----------------------------------|-------------------------------------| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Aug | | | | | | | | | | Jul | | | | | | | | |

**Resources Status Explanation**

- The project manager for the Marjorie Wait court project will be leaving in September. The work will be reviewed to ensure sufficient resources to complete the project.
- An extra care change manager will be required to support the new operation of Marjorie Waite Court. The job description has been written and graded.

**Financial Status Explanation**

- Work still needs to be done to ensure that costs of CYC extra care are in line with other extra care schemes. This work will be included in the process for mobilisation of the extension of Marjorie Waite court. Tasks & Milestones

| Status | Explanation | |--------|-------------| | - Procurement of an extra care development on the Lowfield Green site has been put on hold during the COVID 19 outbreak. | | - Transfer of Haxby Hall cannot be completed until it is safe to do so. |

Issues

| Status | Explanation | |--------|-------------| | - The cessation of procurement projects will delay the development of an extra care scheme on the Lowfield Green site. |

Current status

Programme Wide

1. Discussions with colleagues and RSLs are highlighting that there has been a significant shift to home adaptations and supported moves to smaller manageable properties enabling independence from residential care options over the last 6 months.
2. Development of Bungalows at Lowfield Green is continuing with these being in the first phase of the development to be completed. These homes are now being advertised for sale with bids only being accepted from those with an age or mobility related reason for requiring a bungalow in the first month. To ensure that older and disabled residents are able to take the time and have the opportunity to view and purchase without extensive competition initially.

Burnholme Health & Wellbeing Campus

1. Construction work on the care home is progressing well.
2. The developer is anticipating that the work will be completed and the home ready for occupation in the autumn.

Marjorie Waite Court extra Care scheme.

1. Work on the extension building is progressing well.
2. The temporary buggy store, care office and laundry have been created in the existing building, to enable the works to connect the two buildings to be carried out.
3. Discussions about the operation of extra care on the site have begun
4. A specification for the commercial kitchen has been written and work has begun to understand how we can ensure that hot meals are available for residents and that there is a food offer available for the wider community.

Lincoln Court

1. Following the restart of works the contractor has produced a revised timetable, subject to any further COVID delays the contractor is reporting that the building will be complete and ready for occupation in early September.
2. Building safety and door operating/locking systems have been agreed.
3. Marketing / information leaflets have been produced to show people the facilities available. This is being promoted on the North Yorkshire Home Choice website, through which people will apply for the new apartments.
4. Work is underway to develop a safe moving process for the previous tenants who will be returning to Lincoln Court.

**Haxby Hall**

1. The transfer of Haxby Hall care home has been put on hold but agreement has now been reached to complete the transfer to Yorkare homes once restrictions on visiting and movement around care homes have been lifted.
2. Legal negotiations with Yorkare Homes are ongoing.
3. Yorkare homes are making progress on their planning application and design work.

**New Independent Sector Provision**

1. The Council's planning department have received a planning application for an extra care development on Cherry Lane.
2. Discussions have taken place with a number of social landlords and commercial developers about proposals to develop Older Person's independent living properties in the city.
3. A planning application has been received for independent living accommodation on Shipton Rd.

**Future outlook**

- Properties at Lincoln Court will be advertised for rent on the North Yorkshire Home Choice.
- First sales of Bungalows at Lowfield green will be offered and agreed.

| Reports to | Executive, CMT, Project Board, DMT | | Exec member | Cllr. Carol Runciman and Cllr Denise Craghill | | Director responsible | Corporate Director of Health, Housing and Adult Social Care: Sharon Houlden | | Dependencies | Burnholme Health & Wellbeing Campus Capital Programme | | Link to paper if it has been to another member meeting (e.g. executive, council, a | Executive July 2015 [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8840&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8840&Ver=4) | | | Executive October 2015 - Grove House and Oakhaven Older Persons’ Homes | | Date | Description | Link | |--------------------|-----------------------------------------------------------------------------|----------------------------------------------------------------------| | Executive May 2016 | Delivery of Community Facilities at the Burnholme Health & Wellbeing Campus | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8842&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8842&Ver=4) | | Executive July 2016| Demonstrating Progress on the Older Persons Accommodation Programme | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9303&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9303&Ver=4) | | Executive November 2016 | (Willow house OPH) | [http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9307&Ver=4](http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9307&Ver=4) | | Executive December 2016 | Older Persons' Accommodation Programme Update / Burnholme Health & Wellbeing Campus: Key Decisions to further progress this development / Lowfield Green Development: Moving forward to deliver a care home, health facility and housing / Haxby Hall Older Persons' Home: A Sustainable Future | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9308&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9308&Ver=4) | | Executive Feb 2017 | Sale of Land at Fordlands Road as Part of the Older Persons’ Accommodation Programme | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9310&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9310&Ver=4) | | Executive March 2017 | Oakhaven Extra Care Facility: the sale of land to facilitate the development | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9311&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9311&Ver=4) | | Executive March 2017 | Burnholme: the sale of land to facilitate the development of a Care Home; agreement to management arrangements for the Community & Library facilities; disposal of the Tang Hall Library site | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9311&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9311&Ver=4) | | Executive August 2017 | Investment in New Extra Care Accommodation for Older People at Marjorie Waite | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9311&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9311&Ver=4) | | Date | Description | Document Link | |--------------------|-----------------------------------------------------------------------------|--------------------------------------------------------------------------------| | Executive August 2017 | A Further Phase of the Older Persons’ Accommodation Programme Deciding the Future of Woolnough House Older Persons' Home | https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10190&Ver=4 | | Executive September 2017 | Demonstrating Delivery of the Older Persons’ Accommodation Programme | https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10191&Ver=4 | | Executive October 2017 | Disposal of Willow House, Walmgate, York | https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10192&Ver=4 | | Executive December 2017 | A Further Phase of the Older Persons’ Accommodation Programme: Deciding the Future of Windsor House Older Persons’ Home | https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10194&Ver=4 | | Executive January 2018 | Securing a Sustainable Future for Haxby Hall Older Persons’ Home | https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10195&Ver=4 | | Executive February 2018 | – Disposal of Willow House | http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10196&Ver=4 | | Executive March 2018 | Investment at Lincoln Court to Create an Independent Living with Support Facility | http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10189&Ver=4 | | Executive April 2018 | Deciding the Future of Morrell House Older Persons Home | http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10197&Ver=4 | | Executive July 2018 | – Delivering Improved Sports and Active Leisure Facilities at Burnholme | | | Date | Description | Document Link | |--------------------|-----------------------------------------------------------------------------|-------------------------------------------------------------------------------| | September 2018 | Demonstrating Delivery of the Older Persons' Accommodation Programme and Preparing for Further Action | [Link](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10470&Ver=4) | | November 2018 | A Further Phase | [Link](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10472&Ver=4) | | March 2019 | Investment in the Redevelopment of Lincoln Independent Living Scheme | [Link](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11469&Ver=4) | | January 2020 | The Transfer and Transformation of Haxby Hall Care Home (by way of long lease) and associated land transactions. | [Link](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11115&Ver=4) | | March 2020 | Lowfield Green: Responding to Older Persons' Accommodation Needs. | [Link](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11117&Ver=4) | York Central is a key strategic development site for economic growth and housing delivery for the city. The majority of the land is in the ownership of Network Rail and Homes England. CYC have a role to play in de-risking the site and accelerating delivery with public sector partners. In recent months, the site and the opportunity it presents have been positioned at all levels of Government as a priority site for support to enable delivery of locally-led regeneration and development schemes. The capacity for the site to contribute to the achievement of the local plan housing targets is also a key consideration.

| Overall status this period (Aug) | Overall status previous period (Jul) | |----------------------------------|-------------------------------------| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Aug | | | | | | | | | | Jul | | | | | | | | |

**Tasks & Milestones Status Explanation**

- The programme is driven by partner organisational delivery imperatives and funding availability. The programme indicates that milestones are achievable but there is very little float/ scope for slippage and the project is complex with many communities of interest.
- The project remains on target to deliver infrastructure works to funding deadlines and housing/economic benefits to City.
- City of York Council and WYCA have released additional funding whilst the HIF the conditions on award now awaited. In the interim CYC are supporting scheme off plot infrastructure detailed design and Reserved Matters Planning Application.

**Risks Status Explanation** Risks associated with the project are complex and interdependent. Active risk management is ongoing.

**Issues Status Explanation** Planning RMA submission April 2020, Partnership Agreement to be signed, S106 signed, and HIF funding award, conditionally awaited. Pricing with Contractor underway Summer 2020.

**Current status**

- The Reserved Matters Application for phase 1 off plot infrastructure was submitted in April 2020 and has been verified by the Planning Authority. Consultation is underway. It is expected to go to a late Summer Committee.
- Stage 4 Design is progressing.
- John Sisk Ltd have been appointed as infrastructure delivery partner for Phase 1 Infrastructure and are pricing IP1 and IP2 packages. The WY+TF Full Business Case has been conditionally approved by WYCA. Funding was awarded in the March 2020 Budget.

Future outlook

- The Reserved Matters Application for phase 1 off plot infrastructure was submitted in April 2020 and has been verified by the Planning Authority. Consultation is underway. Discharge of conditions underway of OPA and RMA underway, site Archaeology investigations completed.
- It is expected to go to a late Summer Committee.
- Stage 4 Design of the infrastructure is progressing to issue for pricing
- John Sisk Ltd have been appointed as infrastructure delivery partner for Phase 1 Infrastructure
- IP1 has been priced by J Sisk and the price is being reviewed, pending award of Contract
- IP2 is to be issued to J Sisk for pricing this period
- The WY+TF Full Business Case has been conditionally approved by WYCA. Funding was awarded in the March 2020 Budget.

| Reports to | York Central government structures and the Executive. | | Exec member | Cllr Keith Aspen | | Director responsible | Neil Ferris – Corporate Director of Economy and Place | | Dependencies | Local Plan Policy, Economic Strategy, City Transport Policy and external funding bids. | | Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny committee) | Executive December 2015 – York Central and Access Project [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8844&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8844&Ver=4) | | | Executive July 2016 – York Central [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9303&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9303&Ver=4) | | | Executive November 2016 - Consultation on access options / Third party acquisitions [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9307&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9307&Ver=4) | | | Executive July 2017: Project and Partnership Update [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10188&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10188&Ver=4) | | Date | Title | Document Link | |--------------------|----------------------------------------------------------------------|-------------------------------------------------------------------------------| | November 2017 | Preferred Access Route and Preparation for Planning | [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10193&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10193&Ver=4) | | March 2018 | York Central Access Construction | [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10189&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10189&Ver=4) | | June 2018 | Masterplan and Partnership Agreement | [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10469&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10469&Ver=4) | | August 2018 | York Central Design Guidelines | [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=875&MID=10847#AI49619](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=875&MID=10847#AI49619) | | August 2018 | Western Access | [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10471&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10471&Ver=4) | | November 2018 | York Central Enterprise Zone investment Case | [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10474&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10474&Ver=4) | | January 2019 | York Central Partnership Legal Agreement | [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10476&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10476&Ver=4) | | July 2019 | York Central Partnership Update | [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11107&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11107&Ver=4) | | October 2019 | Update | [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11111&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11111&Ver=4) | | July 2020 | Update | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=12295&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=12295&Ver=4) | City of York Council (CYC) are one of the principal land owners in the area around Piccadilly, the Eye of York, St George’s Field and the Foss Basin. This area is being referred to as the “Castle Gateway” and many parts of the area are underused, semi derelict or of poor quality. Many of the properties are for sale or owned by investors and there is a risk that the area will continue to be blighted or that important sites will be developed in a piecemeal manner. The area is urgently in need of a fresh vision to improve the locality and create a socially and economically sustainable future. As the principal landowner, CYC will be instrumental in delivering a joined-up regeneration of the area which will maximise social and economic benefits for the City.

| Overall status this period (Aug) | Overall status previous period (Jul) | |----------------------------------|-------------------------------------| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Aug | | | | | | | | | | Jul | | | | | | | | |

**Costs Status Explanation** The Executive approved a further budget of £2.15m to take the project through to the next decision point at the end of 2020. The project remains within that budget but it should be noted that the budget was predicated on the anticipated delivery timescales which may be impacted by COVID_19 leading to an increase in overheads and huge uncertainty as to the impact on future build costs.

**Financial Benefits Status Explanation** A GVA assessment of the proposed masterplan has been undertaken by WYCA. They assess the GVA benefits of the proposals to be £360m for the Leeds City Region. However, realising these benefits is dependent on the successful delivery of the whole masterplan which will require significant investment from the council and other public bodies.

**Tasks & Milestones Status Explanation** The report to Executive in January 2020 represented a key milestone in delivery and provided a new series of milestones and targets. However, all of these will need to be reviewed in light of the impact of COVID_19.

**Risks Status Explanation** This is a complex project to deliver an ambitious masterplan, and as such it has significant risks to its delivery. Whilst mitigation and monitoring of risks is being undertaken, the project is likely to remain at risk throughout delivery.

**Issues Status Explanation** Issues remain under review.

**Current status** COVID_19 - The impact of COVID_19 continues to be seen in a number of the Castle Gateway work streams, with many of the Major Projects and Regeneration Team supporting the economic recovery of the city.

Delivery Strategy – The procurement of construction partners for the delivery of phase one, St George’s Field and Castle Mills, is still on hold as the pause at a corporate level of all non essential procurement continues, the impact of the review of the project delivery strategy and decision as to how to proceed is being considered. A report is to be brought back to Executive in the summer of 2020, setting out the proposed delivery model for 17-21 Piccadilly, and the business case and funding strategy for phase two of the masterplan – the new public realm to replace Castle Car Park. This remains on track, however when it will be considered by Executive will depend on the ongoing impact of COVID_19.

Castle Mills and St George’s Field – In response to a number of statutory consultees, updated planning documents and drawings are being prepared. These respond to the comments made by statutory consultees including the Environment Agency, Yorkshire Water and City of York Council technical officers. Officers will continue to respond to any further comments relating to the planning applications and will work with planning officers to resolve any issues to ensure the successful achievement of planning permission.

17-21 Piccadilly – The feasibility design work for 17-21 Piccadilly is being costed to inform a decision as to whether the council should proceed with development or dispose to the market to deliver. This work is led by the project team consultants including the architect and cost consultant.

West Yorkshire Transport Fund - Work continues to progress on the funding bid to outline and full business case stages, led by the council’s consultants WSP.

Tower Gardens – A Draft Open Brief for Tower Gardens to be used for consultation has been written pulling together information gathered from the previous three years of work on the My Castle Gateway engagement. The draft open brief will be published for consultation in August, the timescales of this is driven in part by the availability of a small pot of section 106 money from nearby development in the city which must be spent by October 2020. The feedback from the consultation will inform an overarching design for the scheme, identifying elements that can be delivered by the Section 106 funding. Castle Gateway events – Due to Covid 19, the Cbeebies roadshow event is no longer taking place on Castle Car Park in September 2020, and will likely be delayed until early 2021.

Future outlook

Delivery Strategy – A report reviewing the delivery strategy for phase 1, will be prepared for consideration by the Executive in the coming months, this will take in to account the impact of COVID_19 and include the decision as to how to proceed with the procurement of contractors.

Castle Mills and St George’s Field – Officers will continue to respond to any further comments relating to the planning applications and will work with planning officers to resolve any issues to ensure the successful achievement of planning permission. All updated planning documents to be submitted to planning for consideration.

17-21 Piccadilly – The costed feasibility design for 17-21 Piccadilly will be considered in the delivery strategy.

Tower Gardens – Tower Gardens Draft Open Brief will be launched for consultation.

Reports to

The Executive sponsor for the Castle Gateway is the Leader of the Council in his remit as Executive Member for Finance and Performance. The Executive have approved a whole series of recommendations over the last three years to advance the project, with delivery of these being the responsibility of the Castle Gateway Working Group. This working group was established in January 2017 and serves as the project board and meets on a monthly basis. It is chaired by the Director for Economy and Place, and the wider interests of the council are represented by the Assistant Directors for Regeneration and Asset Management; Planning and Sustainable Development; and Transport, Highways and the Environment. The group also has Heads of Service for legal, finance and property.

The working group is the key interface point with wider stakeholders, with the project manager and Assistant Director for Regeneration and Asset Management chairing the Castle Gateway Advisory Group (which consists of key stakeholders and principal custodians of the city) and the My Castle Gateway public engagement partnership. The interests of the formal partnership with York Museums Trust will also be represented by the same individuals and outcomes and decisions fed back in to the working group.

The Castle Gateway project manager has defined expenditure levels under the Council’s Contract Procedure Rules. Any decisions that are outside the remit of previous recommendations from the Executive are taken to the appropriate decision making route as set out by the council’s governance and decision making framework. Dependent on the nature and scope of the issue this may be an officer decision, Executive Member decision, or require a full Executive decision.

| Exec member | Cllr Nigel Ayre | |-------------------|-----------------| | Director responsible | Neil Ferris – Corporate Director of Economy and Place | | Dependencies | Local Plan Policy, City Transport Policy | | Link to paper if it has been to another member meeting | Executive October 2015 - York’s Southern Gateway [http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8842&Ver=4](http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8842&Ver=4) | | | Executive November 2016 - Land Assets on Piccadilly [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9307&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9307&Ver=4) | | | Executive January 2017 – Update York Castle Gateway [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9309&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9309&Ver=4) | | | Executive August 2017 - Proposed Temporary Use of Part of Castle Car Park [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10190&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10190&Ver=4) | | | Executive April 2018 - Castle Gateway Masterplan [http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10197&Ver=4](http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10197&Ver=4) | | | Executive October 2018 - Proposed Temporary Uses of Part of Castle Car Park [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10473&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10473&Ver=4) | | | Executive October 2019 – Update | Executive January 2020 – Castle Gateway Phase One Delivery Strategy https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11115&Ver=4 The 'Local Plan' is a citywide plan which sets the overall planning vision and the spatial land use strategy for the city. It provides a portfolio of both housing and employments sites for at least a 15 year period and will set the Green Belt boundaries for York. In addition it incorporates both policies and approaches to set the context for development management decisions. Effectively, it sets out the opportunities and policies on what will or will not be permitted and where, including new homes and businesses.

The Local Plan must be accompanied by an infrastructure delivery plan setting out the Council’s approach to strategic infrastructure and its funding. All housing and employments sites included must be viable and deliverable this is directly linked to future approaches to planning gain i.e. CiL and S106.

In response to both the Council resolution in autumn 2014, and the changed national and local context, officers have initiated or a series of work streams to inform the next stages of plan production. This relates to housing need, economic growth and the related need for employment land, and detailed site assessments.

The production of the plan has to be in accordance with statute and national guidance. This includes a legal requirement to work with neighbouring authorities. It also means that the plan must be subject to Sustainability and Environmental Assessments. It will also ultimately be subject to an independent examination by a government inspector.

| Overall status this period (Aug) | Overall status previous period (Jul) | |----------------------------------|-------------------------------------| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Aug | | | | | | | | | | Jul | | | | | | | | |

**Scope Status Explanation** Take the Local Plan through examination in public (EIP) and to adoption as statutory development plan for York.

**Costs Status Explanation** Cost associated with EIP, modifications consultation and adoption.

**Resources Status Explanation** The Forward Planning Team has reduced in size following the loss of members of staff. Resourcing needs to be sufficient to ensure the timely completion of work for submission to the Inspectors and to enable preparation for phase 2 hearing matters in detail.

Inspectors issued their letter on phase 1 hearing sessions on 12 June 2020 setting out three options to proceed. Officers responded with an Tasks & Milestones

Status

Explanation

initial letter on 22 June 2020 and intend to provide a more detailed response as to how to proceed asap. Further phase 2 hearing sessions on the remainder of the Plan will then be requested by the Inspector subject to their conclusions on phase 1 matters.

Risks

Status

Explanation

Risks associated with examination of Local Plan by Planning Inspectorate.

Current status

Appointed planning inspectors have completed phase 1 of the examination of York’s Local Plan. The initial hearing sessions took place at York Racecourse from 10th to 18th December.

More information about the hearings is available to view at: www.york.gov.uk/localplanexamination

The Local Plan sets strategic priorities for the whole city and forms the basis for planning decisions; it must be reviewed at regular intervals to be kept up to date. The first phase hearing sessions covered the strategic principal matters identified by the inspectors including:

- legal compliance
- housing need and
- the York Green Belt.

The inspectors took into account the comments submitted to-date, as far as they related to soundness considerations such as whether the plan is justified, effective and consistent with national policy.

The Forward Planning Team are currently completing a number of ‘Homework’ items requested by the inspectors’ for their consideration in conjunction with the Phase 1 hearing sessions. The majority of this is now submitted. Officers are prioritising the completion of outstanding work.

The Inspectors wrote to CYC on 12 June 20 outlining their conclusions in relation to the first phase examination hearing sessions. Focus of the letter was on the Green Belt approach, which was in general conformity with the saved RSS policies. However concerns were raised regarding the GB methodology used to assess the inner boundaries. Three options of how to proceed were presented by the inspectors.

Officers sent an initial letter on 22 June 20 welcoming the conclusions thus far and setting out their intention to seeks to justify the boundaries through clarification of the evidence base. Following the release of the 2018 based sub-national Household Projections, the Inspectors wrote to the council on 9 July 2020 asking whether this would lead to a material change in York’s proposed housing requirement. The Council have commissioned technical advice from consultants and will respond in due course.

**Future outlook**

Following the receipt of technical evidence from consultants regarding the 2018 sub-national Household Projections, the Council will consider its position in relation to the Inspectors question of whether there is a meaningful change in York’s housing requirement, as previously discussed at Phase 1 hearings. Further responses to the Inspectors will relate to other outstanding matters.

Phase 2 hearing sessions on the remainder of the Plan will be requested by the Inspector who set the timetable for future sessions to discuss their outstanding matters, issues and questions. The timing is dependent on their consideration of further work to be submitted by the Council.

| Reports to | Executive, Local Plan Working Group | | Exec member | Cllr. Keith Aspden, Cllr Andrew Waller and Cllr Nigel Ayre | | Director responsible | Neil Ferris – Corporate Director of Economy and Place | | Dependencies | Deliverability of York Central | | Link to paper if it has been to another member meeting | Executive July 2015 [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8840&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8840&Ver=4) | | | Executive June 2016 City of York Local Plan – Preferred Sites Consultation [http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9191&Ver=4](http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9191&Ver=4) | | | Executive December 2016 – Update on Preferred Sites Consultation and Next Steps [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9308&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9308&Ver=4) | | | Executive January 2017 - Update on Local plan [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9309&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9309&Ver=4) | | | Executive July 2017 [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10) | Local Plan Working Group January 2018 http://democracy.york.gov.uk/documents/s120857/LP%20LPWG%20FINAL%20REPORT.pdf

Executive January 2018 - Update https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10195&Ver=4

Executive May 2018 City of York Local Plan – Submission https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10198&Ver=4

Executive September 2018 Supplementary Planning Documents to support the emerging York Local Plan https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10472&Ver=4

Executive March 2019 - Update https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10479&Ver=4 The Community Stadium project will deliver a new football and rugby stadium for professional sport and community sport and leisure facilities for the city of York. The project also includes a new athletics facility for use by York Athletic Club as well as many community uses and work with community partners.

The core project objectives are to provide a new Community Stadium within a new leisure facility complex on the grounds of the existing Huntington Stadium / Waterworld swimming pool.

This project represents an opportunity to create one of the country’s most far reaching community stadium complexes.

| Overall status this period (Aug) | Overall status previous period (Jul) | |----------------------------------|-------------------------------------| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Aug | | | | | | | | | | Jul | | | | | | | | |

**Costs Status Explanation**

- Adoption and design issues with the site road and drainage could lead to delay and increased cost. Outcome of any claim for time and delay could result in additional cost. Commercial land receipt awaiting confirmation of further tenants.
- Covid-19 delays and restrictions may increase costs of facility mothball depending upon the length of time restrictions are in place.

**Tasks & Milestone Status Explanation**

- Build delay confirmed which moves the summer 2019 completion and subsequent handover to an early 2020 opening. This is due to a number of build factors and the extent is still to be fully determined.
- Licensing, commissioning, testing and certification of the site is ongoing and opening will follow the certificated completion of these requirements.
- Clearly covid restrictions are now the major issue to time and delivery and the full impacts of this are unknown at present.

**Risks Status Explanation**

- Covid-19 restrictions are affecting all progress on site and the ability to test and certify the site and achieve completion.

**Issues Status Explanation**

- Issue of the highways works is significant but is now being progressed to completion.
- NHS design and build is progressing to completion.
- Covid-19 restrictions are affecting all sites and potential for further disruption depending upon length of time restrictions are in place. This is a current issue affecting site but has further risk implications as captured in the risk log.

**Current status** In the last six months of the project progress has been made as follows:

- Internal fit outs are ongoing.
- Tenant now secured for the lantern unit with legal agreements ready for execution.
- Additional tenant for the lantern remainder area now being progressed as well as gym usage.
- Build delay now confirmed on the stadium and leisure site with delay currently being notified by the GLL consortium. This is subject to further review and scrutiny. Confirmation of full delay and completion is awaited from GLL.
- Original deadline of May 2019 for build completion has passed.
- Build main structures are all complete, and commissioning and testing programme started early 2020.
- Pitch construction now complete.
- Floodlights all in and complete.
- All 3 pools complete.
- Seats now complete in all stands.
- Sponsorship and naming rights contract complete and approved.
- Cinema complete and open as of December 2019.
- Starbucks restaurant complete and open as of December 2019.
- External site works to complete by end of August 2020.
- Independent Certifiers sign off end of June 2020, though this is unlikely to confirm Practical Completion. PC expected end of August in line with the above works.

Future outlook.

The next steps for the project are as follows:

- Completion of the road and connections by end of August 2020.
- Snagging for all stadium and leisure areas ongoing through 2020.
- Confirmation of tenants for the commercial unit by end of 2020.
- Lantern tenant now confirmed with additional tenant now progressing.
- Stadium and leisure site build completion by end of August 2020.
- Commercial and community tenants fit out July 2019 to end of 2020.
- Stadium, Leisure and Hub Tenant fit out expected from August onwards 2020.
- Commercial site Cinema opened December 2019, rest to follow in 2020. To reopen July/ August 2020.
- Final building checks and sign offs continue through August. • Full handover cannot happen until all testing and certification are in place.

All of the above is delayed due to covid restrictions on gatherings, sports events, workforce and materials supply. Site is working on a vastly reduced workforce due to most major companies withdrawing their employees to home working. Materials supply is also vastly restricted due to suppliers not having stocks, reduction in workforce, unable to source certain specific supplies. Factory and production centres being closed or working on greatly reduced staff numbers and therefore greatly reduced output.

Site continues with snagging, small items that can be done and M&E testing and commissioning are almost complete. All sports testing and licensing activities have stopped due to covid restrictions on gatherings and events. Awaiting Government confirmation of lifting restrictions on events and also an improvement in the supply chain. Buildings should be complete and commissioned end of August 2020. Sporting restrictions and public gatherings will need to be lifted for test events. At present this appears it may be possible from October 2020 onwards, however, is still to be clarified by the Government and the National Sports Safety authorities.

| Reports to | Project team report to the Director of Finance and prepare reports to the project Board. The project Board Chair updates Exec and Full Council when needed. Subject to Audit and Governance scrutiny. | | Exec member | Cllr. Nigel Ayre | | Director responsible | Ian Floyd – Deputy Chief Executive & Director of Customer & Corporate Services | | Dependencies | Yearsley review. The continued operation of Yearsley is Potentially linked to the DBOM contract proposed. | | Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny committee) | Full Council March 2016 [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=331&MId=8836&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=331&MId=8836&Ver=4) | | | Executive December 2016 – Update report [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9308&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9308&Ver=4) | | | Executive March 2017 [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9311&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9311&Ver=4) | | | Executive July 2017 - Community Stadium & Leisure | | Facilities Report | http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10406&Ver=4 | |-------------------|---------------------------------------------------------------------| | Executive October 2017 - Project Report | http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10192&Ver=4 | | Executive September 2018 - Project Update | http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10472&Ver=4 | City of York Council vacated the Guildhall in April 2013, moving to West Offices as part of the Admin Accommodation programme, in order to make approx. £1m pa savings. An evaluation of potential future uses had already been undertaken, and following further feasibility work and review a decision on the Future of the complex was taken by Executive in October 2015. Approval was granted for detailed project development work to secure the future of the Guildhall as a serviced office venue; with virtual office and business club facilities, maximising the benefits of the different spaces within the complex, its heritage appeal, and also ensuring ongoing council use and public access in a mixed use development.

| Overall status this period (Aug) | Overall status previous period (Jul) | |----------------------------------|-------------------------------------| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Aug | | | | | | | | | | Jul | | | | | | | | |

**Costs Status Explanation**

- The project board were advised on the 5th May 2020, based on a number of estimates/assumptions (requiring validation), there are potential future Budget risks. Further analysis is ongoing.
- The discovery of ancient remains in the north range excavations generated an archaeological investigation which has now been completed, this event has further extended the contract.

**Resources Status Explanation** Site is currently advancing as planned however we may face delay in the near future as the contractor is reporting that their supply chain is becoming fragile due to staffing difficulties and forced closures specifically for:

- Mortar supply
- Scaffolders labour
- Steel erectors labour
- Loss of key staff due to living with at risk family members

**Financial Status Explanation** The business case for delivery was agreed by Executive in February 2019 - where the project costs and the financial benefits were approved by Executive in parallel with the final project costs.

**Tasks & Milestones Status Explanation**

- The piling to the main building commenced 2 weeks earlier than planned due to diligent work by the contractor the piling is well advanced and a saving of a further 3 weeks is anticipated.
- The re-roofing of the Guildhall has commenced, erection of the protective scaffold has enabled the oak structure to be examined closely, and the oak structure was found to be in very good condition.

**Risks Status Explanation**

- The potential for Covid 19 to disrupt the supply chain / site activity and cause delay to the project completion is a major risk at this time.
- A further risk register revision is planned once the piling to the north range is completed and the project programme updated. Archaeological discoveries in the excavation for the north range substructure have delayed the works for circa 6 weeks, a plan of investigation and protection of the discoveries has been implemented and piling work is now planned to recommence on the 22nd of June 2020.

Note, confirmation of the Archaeological investigation being completed and piling work preparation did commence on the 22nd of June as planned.

Supply chain is reporting difficulties in certain areas full list in Resources field.

Additional archaeological discoveries may impact progress.

Progress has been made with access agreements.

Current status

Statutory Consents / Approvals

- Executive approval February 2019 to advance to the construction stage.
- Planning and LBC approvals granted 16 Feb 17.
- Executive approval for scheme delivery 16 Mar 2017.
- Full Council approval of budget requirement 30 Mar 2017.
- Grant Agreement letter signed with WYCA 7 Apr 2017 securing £2.347m of LGF funding from LCR LEP to support project delivery.

Project Progress Construction commenced on the 16th of September 2019.

Future outlook.

To complete the piling to the new build section of the building and to commence re-roofing of the Guildhall.

Reports to The Guildhall board reports to Economy and Place DMT and PM updates Executive member and Executive when required for updates and approvals.

Exec member Cllr Nigel Ayre

Director responsible Neil Ferris – Corporate Director of Economy and Place

Dependencies Local plan

Link to paper if it has been to another member meeting (e.g. executive, council, a Executive October 2015 - The Future of York’s Guildhall & Riverside http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8842&Ver=4

Scrutiny – 13 June 2016 http://modgov.york.gov.uk/ieListDocuments.aspx?CId=144&MId=9420&Ver=4

Exec July 2016 - Detailed Designs & Business Case | scrutiny committee) | http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9303&Ver=4 | |-------------------|---------------------------------------------------------------------| | Executive March 2017 – The Development of the Guildhall Complex | https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9311&Ver=4 | | Executive May 2018: The Development of the Guildhall Complex | https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10198&Ver=4 | | Executive February 2019: Redevelopment Tender Evaluation & Project Business Plan Appraisal | https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11007&Ver=4 | Project title | Outer Ring Road (A1237) ---|--- Reporting period | August 2020

Description

This project combines the previously separate schemes - YORR roundabout upgrades & YORR dualling (phase 1). This project has already delivered an upgrade of the Wetherby Road roundabout in 2018/19 to the new standard 3 lane approaches and 2 lane exits on the A1237. This project will continue by upgrading the stretch of the A1237 to dual carriageway standard between the A19 junction and Little Hopgrove junction, including the upgrade of the 5 roundabouts on this stretch to the standard already set by the Wetherby Road upgrade. This project will increase the capacity of the ring road, particularly of the roundabouts being upgraded, to reduce orbital and radial journey times. The A1237 roundabout at Great North Way will also be improved as part of this project (although this lies outside the stretch which is to be dualled).

| Overall status this period (Aug) | Overall status previous period (Jul) | |---|---| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Aug | | | | | | | | | | Jul | | | | | | | | |

Tasks & Milestones Status Explanation

The impact of Covid-19 has caused some slippage in various activities of up to 12 weeks in the worst cases.

Risk Status Explanation

Risks are being monitored daily.

Issues Status Explanation

Lack of an agreed governance system between the two funding organisations.

Current status

1. Scoping opinion for the EIA has been drafted and requires some final checking before submission.
2. Preparations made to establish requirements for noise and air quality surveys given the disruption of the COVID19 virus.
3. Continue to attempt to purchase land for the scheme.
4. Drafting direct award documents for designer are ongoing.
5. Meeting took place with Highways England to ensure their awareness of the scheme and what their modelling requirements will be when a planning application is submitted.
6. Continuing to monitor the gradual increase in traffic on the highway network post COVID 19 to inform representative data for surveys.
7. Preparing materials and scheduling the public engagement process.
8. Preparing documents for an Invitation to Tender for a Land Agent/valuer.
9. Completion of tree surveys in areas affected by the dualling.

**Future outlook**

1. Finalise details for a planned public engagement process planned to commence late August 2020.
2. Continue to develop the preliminary design to establish the footprint of the scheme for planning purposes.
3. Monitor progress of design of highway structures.
4. Complete documents and finalise process for invitation to tender for land agent / valuer.
5. Complete documentation for award and appointment of designer.
6. Continue to attempt to purchase land.
7. Work with Local Planning Authority to ensure landscaping strategy is acceptable.
8. Work with Local Planning Authority to establish criteria for zero carbon strategy.
9. Hold an initial meeting with the Internal Drainage Board to introduce the proposals and invite comment.

| Reports to | Project reports into the Transport board, Project Board and Lead Members Board | |------------|--------------------------------------------------------------------------------| | Exec member | Cllr Andy D’Agorne | | Director responsible | Neil Ferris – Corporate Director of Economy and Place | | Dependencies | LTP4, Local plan | | Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny committee) | Executive West Yorkshire Transport Fund – 24 November 2016 [http://democracy.york.gov.uk/documents/s110381/WYTF%20Exec%20Nov%202016%20v5.pdf](http://democracy.york.gov.uk/documents/s110381/WYTF%20Exec%20Nov%202016%20v5.pdf) | | | Executive July 2017 - Proposed York Outer Ring Road Improvements / Approach to Deliver [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10188&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10188&Ver=4) | | | Executive December 2018 A1237 Outer Ring Road – Dualling Update [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10475&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10475&Ver=4) | | | Executive September 2019 York Outer Ring Road Improvements Update [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId) | Executive February 2020 – Dualling from A19 Rawcliffe to A64 Hopgrove https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11116&Ver=4

Executive June 2020 – York Outer Ring Road Phase 1 Dualling - Procurement Strategy, Approach to Public Engagement and Landscaping https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=12293&Ver=4 Project title | Housing Delivery Programme ---|--- Reporting period | August 2020

Description

The accelerated delivery of mixed tenure housing across multiple sites in the city.

| Overall status this period (Aug) | Overall status previous period (Jul) | |---|---| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Aug | | | | | | | | | | Jul | | | | | | | | |

Financial Status Explanation

High level financial modelling has been undertaken to inform the delivery programme. Risks remain around build costs for the remainder of the programme as well as sales receipts from open market and shared ownership homes. To be reviewed following Covid-19.

Non Financial Status Explanation

Commitment to deliver added social value through the Housing Delivery Programme. This needs to be embedded into all design and construction work and the sales and lettings process.

Risks Status Explanation

Detailed risk register has been formulated to identify all key risks, assign responsibilities and determine potential mitigation measures.

Current status

Lowfield

- Construction work is continuing at Lowfield Green. Phase 1 homes are being plastered and phase 2 superstructures / roof trusses are progressing well. Phase 3 (apartment block) superstructures commencing, excavations/installation of footings to phase 4 areas.
- The first phase of homes have been released for open market and shared ownership sale.

Burnholme

- Latest design work issued by design team and final Pre-app meeting held with planning.
- Initial business case developed and continuation consultation with colleagues in finance.

Duncombe Barracks

- Latest design work issued by design team and final Pre-app meeting held with planning.
- Initial business case developed and continuation consultation with colleagues in finance.

Ordnance Lane • Now in design stage C (pre-planning) - a full financial scheme appraisal has been undertaken and development work continues to be refined. • The SI, Asbestos, Archaeology, Structural and Noise survey have been appointed in this period.

Future outlook

Lowfield • Continue to sell open market and shared ownership homes. • Installation of gas connections to phase 1. • Monitor Barhale progress on site and prepare for reopening of Tudor Road entrance. • Continue resident engagement with a Lowfield update newsletter.

Burnholme • Final business case to be completed prior to planning submission. • Submit planning application. • Site investigation works to take place.

Duncombe • Final business case to be completed prior to planning submission. • Submit planning application. • Site investigation works to take place.

Ordnance • Asbestos survey, SI, Structural survey to be undertaken. • Development of the engagement strategy for Stage C design work. • Continue design and costing work.

Reports to

Project team consisting of officers at the council who will advise on specialisms such as legal, housing, finance, and procurement. This project team feeds into the Housing Delivery Programme Board, which consists of senior officers and managers. The board guides decisions shaping the programme, setting objectives, scope, and timelines for projects. The board reports into the HCA as part of the partnership arrangement as well as One Public Estate. When milestones are met the programme will report into 'Capital and Asset Board' and 'Health, Housing and Adult Social Care' and 'Employment and Place' Management Teams for co-ordination and major project issues. Decisions taken by the Council Management Team followed by Executive.

Exec member

Cllr. Denise Craghill | Director responsible | Sharon Houlden: Corporate Director of Health, Housing and Adult Social Care | |----------------------|--------------------------------------------------------------------------| | Dependencies | None | | Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny committee) | March 2017 Executive Meeting\
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9311&Ver=4\
December 2017 Executive Meeting

- Delivering Health and Wellbeing facilities for York
- Establishing a Delivery Model and the Scope of the Programme
- Delivering the Lowfield Scheme\
  https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10194&Ver=4\
  July 2018 Executive Meeting - Proposals\
  https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10470&Ver=4\
  October 2018 Executive Meeting - Duncombe Barracks, Burton Stone Lane\
  https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10473&Ver=4\
  January 2019 Executive Meeting- Building More Homes for York – removal of the HRA borrowing cap\
  https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10476&Ver=4\
  September 2019 Executive Meeting - Housing Delivery Programme Update\
  https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11109&Ver=4 | City of York Council with its partners are planning to:

a. Deliver a feasibility study to explore the opportunities and benefits of building a Specialist Disabled Children Short Break Facility in York.

b. To expand the Family Intensive Rapid Support Team (FIRST) to incorporate a therapeutic short break residential element and to explore the opportunities and benefits of increasing the service offer to neighbouring Local Authorities across the region.

The project is part of the wider development of services for disabled children and young people across the city and provides the council with an opportunity to:

- Invest capital in developing a ‘Disability Centre of Excellence’ which has the potential to be a leader in innovative practice both regionally and nationally.
- Make York Home for more disabled children and young people by reducing out of Area placements.
- Develop and invest in service provision in order to generate future savings and income generating potential.
- Deliver better outcomes for disabled children and young people including those with the most complex needs.

FIRST is a specialist Clinical Psychology led service that supports families with children/ young people who have a learning disability, autism and the most complex behavioural needs. FIRST provides intensive assessment and intervention for children and their family at the point of potential placement breakdown.

The proposed Specialist Disabled Children Short Break Facility would potentially incorporate and replace the short break residential provision currently provided at The Glen and Glen House.

| Overall status this period (Aug) | Overall status previous period (Jul) | |----------------------------------|-------------------------------------| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Aug | | | | | | | | | | Jul | | | | | | | | |

**Risks Status Explanation**

- Risk to construction programme has been quantified and transfer plans amended accordingly.
- Construction progressing to new programme. Continued risk of further delay due to Covid 19

Likely impact on Covid-19 has been quantified. Potential for second wave remains.

Current status

Finance

- Client contingency is being monitored closely to ensure risk items and provisional sums remain within contingency budget.
- There is an agreed payments schedule, linked to build milestones to draw down NHSE Transforming Care Capital Grant.
- Cash flow impacted due to amendment to construction programme.
- Furniture and equipment and additional fit-out costs are being fully priced prior to orders being raised.

Risks

- Delay due to cessation of work on construction site due to health & safety concerns relating to Corona virus pandemic.
- Construction materials and sub-contractor resource may be at risk during pandemic.
- Covid-19 spike or second wave

Programme

- Works on site ceased 23rd March and recommenced (phased) 27th April 2020.
- Extension of Time has been claimed due to Force Majeure.
- New anticipated Practical Completion 18th September 2020.
- Weekly telephone progress meetings.
- "Countdown to Completion" meetings recommenced
- Furniture orders in progress

Communication and engagement

- Regular residents newsletter agreed and circulated, both in paper form to residents and electronically to stakeholders.
- Email address promoted for public to contact the project team.
- Regular correspondence with near neighbours.
- New name selected by children who use the service "The Beehive".
- Graphic/logo for The Beehive is in development.

Governance

- Risks and decisions are being monitored, recorded and agreed through quarterly Project Board.
- System established for decisions to be made outside of meetings.
- Action Tracker between contractor and client parties is being maintained.

**Future outlook**

- Commission fit-out of sensory room and de-escalation spaces.
- Complete furniture orders and mobilisation programme.
- Internal and external signage to be agreed and commissioned.
- Planning communications over mobilisation period.

**Reports to**

- The project is accountable to a Project Board chaired by Amanda Hatton - Director CEC.
- The project Board contains representation from Children's Social Care, Health, Education, Adult Services and Finance.
- The project Board is accountable to CEC DMT chaired by Amanda Hatton, Director of Children, Education and Communities.
- The project Sponsor is Amanda Hatton.

**Exec member**

Cllr Ian Cuthbertson

**Director responsible**

Amanda Hatton - Corporate Director of Children, Education and Communities

**Dependencies**

None

**Link to paper if it has been to another member meeting**

Executive August 2017 - Re-Commissioning a Short Break Service for Adults with a Learning Disability based at Flaxman Avenue, York https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10190&Ver=4

Executive January 2018 Develop a Centre of Excellence for Disabled Children and their Families in York https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10195&Ver=4

Executive April 2018 - Revised Recommendation in Relation to the Capital Budget http://democracy.york.gov.uk/documents/s122950/Centre%20of%20Excellence%20for%20Disabled%20Children%20Executive%20Paper%20April%202018%20Final.pdf Project title | Provision of School Places ---|--- Reporting period | August 2020

Description

The need to provide sufficient school places for current and future residents is a key statutory duty of CYC and will build an educational infrastructure for the city by forecasting likely demand and supply of school places over the medium term (until 2022/23).

The aims of this project are to identify where and when additional school places will be required, and work with central government and the school community to provide places in good or outstanding schools.

CYC is provided with some ‘Basic Need’ funding from central government for this purpose and will need to ensure that this and other sources of funding are used to best effect in those areas of greatest need, and to ensure that all educational provision is sustainable in the longer term, working with the school community.

The project represents a significant priority for City of York council in delivering educational opportunities for residents.

| Overall status this period (Aug) | Overall status previous period (Jul) | |---|---| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Aug | | | | | | | | | | Jul | | | | | | | | |

Cost Status Explanation

Future Basic Need funding is likely to be very limited and housing developer contributions may not meet the expected requirements for educational infrastructure across all sites. This is being addressed through the Local Plan required infrastructure process, but these requirements exceed any current capital for the costs.

Current status

Capacity

- Work has taken place this period to analyse areas in the city where there is surplus capacity and effective ways in which this can be addressed.

Communication

- There has been continued communication with developers of some proposed and forthcoming housing sites and with those officers overseeing the draft Local Plan and future infrastructure plan for the city, as well as with the impacted MATs.
- Communication is also ongoing to discuss solutions to address the pressures around secondary school place requirements in the south east of the city, with work progressing. • Although outside the scope of this project, construction work continues in the east of the city to increase the number of secondary school places available.

Data Modelling • Reporting of feedback from SCAP 2019 will now be presented to the YSAB School Organisation sub-group. It has been necessary to postpone plans to hold the first meeting of this sub-group until the new school term.

Forecasting • The forecasting process has continued to be updated this period in preparation for the production of new forecasts, with the latest housing data having now been received from colleagues overseeing the draft Local Plan and future infrastructure plan.

Policy • Information pertaining to the proposed update to primary and secondary pupil yields, the introduction of a specialist educational needs pupil yield and the formal approval of an operational capacity and minimum clawback period has been presented to DMT. This will be reassessed in the near future and work has continued this period to prepare for this. • A school services Covid 19 risk register is being monitored to stay aware of potential risks that might affect school places as a result of the global pandemic and the necessary work continues to be undertaken.

Future outlook

The main focus of this period:

Capacity • Feedback net capacity assessments for the final identified school - once a visit to site is allowed.

Communication • Continued engagement with local schools and academy trusts to gather their views and identify any potential plans about how they could assist in providing for future need; this will now take place in part through the formation of a YSAB School Organisation sub-group. • Continue communication regarding the planning and construction work taking place to address secondary school place requirements in the Secondary Planning Area - East York. • Continue to liaise regarding the proposal to address secondary school place requirements in the Secondary Planning Area - South East York. • Continue to move forward proposals to address the secondary school place requirements in the Secondary Planning Area - West York.

Data Modelling • Business Intelligence to complete an internal audit of the forecasting process.

Forecasting • Develop the primary and secondary forecasting models. • Continue to monitor school in-year admission requests to explore any changes seen in net migration as a result of the global pandemic. • Update forecasts with revised information regarding housing trajectories and the subsequent expected pupil yields. • Map housing data to catchment areas for primary and secondary forecasts.

Policy • Continue work to update the Viability Assessment to determine the impact of alternative pupil yields. • Complete work to determine an appropriate pupil yield for the 16 - 19 age range. • Continue work to work to identify necessary changes to catchments in preparation for inclusion in the 2022/23 Admissions Consultation.

Project Plan • Further develop, communicate and agree the project plan.

| Reports to | Project is overseen by Children, Education and Communities Directorate Management Team and Executive Member for Children and Young People as necessary. | | Exec member | Cllr Ian Cuthbertson | | Director responsible | Amanda Hatton – Corporate Director of Children, Education and Communities | | Dependencies | Local Plan Policy, Economic Strategy, City Transport Policy | | Link to paper if it has been to another member meeting (e.g. executive, council, a | Executive February 2018 Admission arrangement for the 2019/20 school year https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10196&Ver=4 | | | Executive July 2019 | | scrutiny committee | The Provision of School Places and Allocation of School Capital Budgets 2019-2023 to Address Secondary Place Pressures\
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11107&Ver=4\
Executive October 2019\
Archbishop Holgate's School - Expansion 2020-21\
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11111&Ver=4\
Executive May 2020\
Fulford School Remodelling Phase 1 & Access Improvements by Highways\
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=12288&Ver=4 | **Project title** | Housing ICT Programme\
**Reporting period** | August 2020\
**Description**

The Housing ICT Programme is a major ICT enabled business transformation and culture change programme which will deliver a new operating model and systems for the Housing and Building Services teams within the Housing Services Department. Procurement of a new ICT solution will enable customer centric, holistic services to be delivered with first point of contact resolution at a place, time and manner that suits the customer.

| Overall status this period (Aug) | Overall status previous period (Jul) | |----------------------------------|-------------------------------------| | **Scope** | **Quality** | **Costs** | **Resources** | **Financial Benefits** | **Non Financial Benefits** | **Tasks & Milestones** | **Risks** | **Issues** | | Aug | | | | | | | | | | Jul | | | | | | | | |

**Scope Status Explanation**

- Some of the non-core optional scope may be at risk to maintain the original delivery date. This is being re-planned with the supplier to understand further.

**Quality Status Explanation**

- The programme has identified significant pressure against the current timeline around the quality of the programme. A full detailed review of the current programme timeline and impact assessment against the quality that the programme will deliver based on the current timeline will be completed as soon as possible.

**Cost Status Explanation**

- Guidance from the Project Sponsor received in July about taking possible actions to not exceeding current programme budget or extending timeline.
- Costs associated with re-planning workshops and additional technical challenges.

**Resources Status Explanation**

- The impact of Covid-19 on the programme team has had a significant impact on programme resources. 3 members of the team (a quarter of the team) have been absent on long-term absence since the start of the disruption. Two members of the team are now working again but one member of the team remains absent for over ten weeks now.
- Team still working remotely and supplier consultants are also remotely available, but this style of working has curtailed efficient progress.

**Tasks & Milestones Explanation**

- All current milestones remain the same despite pressure of recent Covid-19 disruption.

**Risks Status Explanation**

- Full risk review across the programme to be completed based on recent Covid-19 disruption.

**Issues Status Explanation**

- Internal recruitment to replace the programme manager has taken place, but no successful candidate has been found. External recruitment now taking place.
- Project Sponsor announced departure from CYC in autumn. Current status

The programme continues in the first stage of implementation, in configuration.

The go-live date still indicatively set for Monday 23rd November 2020 but the programme status moved to Red due to COVID affecting workshops, supplier, and configuration. Once a new programme manager is identified, they are to work with board stakeholders to identify activity that remains to be completed and construct a new timeline.

Technical challenges have been identified around configuration of all modules, and integration with Total Mobile which are being worked through.

Overall progress since last Board in June

The programme team continue to complete as much configuration activity as possible with our supplier using remote configuration sessions with consultants and subject matter experts. At the end of July 2020 approximately 70% of configuration activity was completed on the Supplier side of the project, but less than 50% on the CYC configuration side.

Programme Manager

An external recruitment will take place as soon as possible.

Future Outlook

- Continued detailed configuration planning and activity.
- Testing and Training Strategy and Plan development and sign-off.
- Starting to test completed modules in User Acceptance Testing.
- Replacement of Housing ICT Programme Manager.
- Development of Total Mobile process maps and user stories.
- Development of core business processes to support testing plan.

Reports to

Programme reports to the Housing ICT Programme Board. This group is chaired by the Assistant Director of Housing with key representatives from the HHASC senior management team. The Programme Manager attends the monthly HHASC Senior Management Team (SMT) and both Housing and Building Services department team meetings to update on the programme.

Exec member

Cllr. Denise Craghill

Director

Sharon Houlden: Corporate Director of Health, | responsible | Housing and Adult Social Care | |-------------|-------------------------------| | Dependencies | Digital Services Programme – for delivery of other inter-dependent projects and technical resources | | Link to paper if it has been to another member meeting | N/A | Project title | Smart Travel Evolution Programme – STEP ---|--- Reporting period | August 2020

Description

STEP is a programme of delivery that will prepare York for the coming revolution in adoption of connected and autonomous vehicles and managing whole city mobility. The project aims to achieve this by:

- Improving communications to transport infrastructure and collecting more transport data.
- Building a transport data platform to assist the City to meet big data challenges and making more of this data accessible.
- Improving transport modelling, that allows us to run City wide models at varying scales, in near real time. This allows us to understand the way the transport network is performing and is expected to improve our transport planning activities.

| Overall status this period (Aug) | Overall status previous period (Jul) | |---|---| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Aug | | | | | | | | | | Jul | | | | | | | | |

Current status

In the last reporting period:

- Data platform specification final version for tender completed.
- DfT approved in principle, the model build methodology and data sets used to date.
- GLOSA supplier System Requirements Specification completed and approved.
- GLOSA contractor Quality Plan, Risk Register, Communications Plan and Programme reviewed and approved.
- Further communications upgrades under way for traffic signal sites.
- Sat/Sun/Tue 24hr signal timing data sets extracted from Data Platform Prototype for base lining the Real-time Model.

Future outlook

- Real Time Speed Data (RTSD) contract to be signed.
- Data Platform procurement to be out to tender.
- Traffic signal communications upgrades to be completed.
- Approval of GLOSA service detailed design.
- Real Time Speed Data (RTSD) contract to be ready for completion. | Reports to | The STEP board reports in to Economy and Place DMT and PM updates executive member and Executive when required for updates and approvals. Key decisions are agreed by the Transport Board before reaching executive member or Executive. | | Exec member | Cllr Andy D’Agorne | | Director responsible | Neil Ferris – Corporate Director of Economy and Place | | Dependencies | The Transport Capital Programme and TSAR Project | | Link to paper if it has been to another member meeting | | Project title | Flood Risk – York 5 Year Plan ---|--- Reporting period | August 2020

Description

CYC are working closely with the Environment Agency to deliver a range of localised improvements to the cities flood defences, this work – the York Five Year Plan – has been developed following the floods and is supported by Government investment. In addition to this we are working with the EA on a catchment scale study to identify opportunities for wider interventions across the River Ouse catchment to further reduce future flood risks into the long term.

| Overall status this period (Aug) | Overall status previous period (Jul) | |---|---| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Aug | | | | | | | | | | Jul | | | | | | | | |

Costs Status Explanation

- The 19 flood cells have a range of challenging technical and environmental elements, the speed of delivery of the whole programme further complicates the delivery.
- Value engineering and robust challenge of all solutions is being carried out across all flood cells but delivery of the core outputs with the available funding will continue to be challenging.
- Existing cells being taken to planning or where construction has commenced represent value for money and will deliver a robust set of flood risk management interventions, this is reviewed closely by the programme board and assured by the EA Large Project Review Group.
- The project team are closely monitoring the available funding and its ability to deliver the programme of works across all flood cells.

Current status

- Planning permission has been granted for a significant part of the project in the last month.
- Three further flood cells at planning determination stage.
- Working with CYC planners to identify the route through COVID restricted planning processes.

Future outlook

- Work is continuing in the development of planning submissions across a number of schemes.
- Planning conditions for the Clementhorpe scheme are being considered and relevant documentation is being prepared to discharge these to allow an autumn construction start date.
- Work has continued following winter and COVID delays in the St Peters School area and will continue through the next period.

| Reports to | The Project board sits within the Environment Agency. The Environment Agency has a formal programme board in compliance with PRINCE2 methodology, CYC are a member of the board. The lead Executive member receives a quarterly report and it is the subject of a bi-annual report to Economy and Place scrutiny committee. This approach to governance has been approved and adopted by Executive. | | Exec member | Cllr Andrew Waller | | Director responsible | Neil Ferris – Corporate Director of Economy and Place | | Dependencies | None | | Link to paper if it has been to another member meeting | Executive February 2017: CYC Response to the Independent Flood Inquiry [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9310&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9310&Ver=4) | Project title | City Centre Access ---|--- Reporting period | August 2020

Description

Project involves the feasibility and design of static and automated measures to be implemented into the area around Spurriergate, Coney Street, Parliament Street and York Racecourse to provide public protection from potential vehicle attack.

The proposals follow firm Police and Counter Terror Unit advice to implement measure to protect areas of high footfall.

The automated measures will retain vehicle access outside the footstreets hours and allow emergency and other urgent access during footstreets hours through a system of control by CYC.

| Overall status this period (Aug) | Overall status previous period (Jul) | |---|---| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Aug | | | | | | | | | | Jul | | | | | | | | |

**Scope Status Explanation**

- Scope may need to be extended again to include support for HVM measures for the Christmas Market as it becomes increasingly likely that temporary measures will be needed in 2020.
- Temporary covid-19 recovery measures have changed the city centre footstreet operation which could affect priorities for delivery of this project.

**Costs Status Explanation** Funding for the permanent measures was approved at the February 2020 Executive meeting but the impact of COVID-19 may increase costs due to on-going market uncertainty and consequent delays.

**Resources Status Explanation** Current lack of CYC engineering support risks progress/increases support costs.

**Tasks & Milestones Status Explanation** Work ongoing to refine programme plan - numerous uncertainties relating to the continuing impact of COVID-19.

**Risk Status Explanation** Risks associated with successful and timely implementation.

**Issues Status Explanation** Clarity of scope of principal designer has been resolved but progress is still an issue and timescales remain challenging.

**Current status**

- City centre detailed designs are being finalised utilising trial hole information, additional trial holes completed 3 July. Design work programmed for completion by mid-August
- Procedures and protocols for city centre access continue to be developed along with specifications and contracts for the operation and maintenance of the measures
- Uncertainty in relation to COVID-19 has led to review of the procurement process, supply and completion of some tasks as resources are utilised elsewhere
- Racecourse detailed design on-going following site meeting with Northern Powergrid, trial holes are planned
- Racecourse stage 1/2 road safety audit completed

**Future outlook**

- City centre detailed designs programmed for completion by mid-August
- Procedures and protocols for city centre access to continue being developed along with specifications and contracts for the operation and maintenance of the measures (subject to resources/COVID-19 recovery work priorities)
- Racecourse detailed design to be finalised and installation programmed

| Reports to | Programme reports to the Transport Board and is advised by the York Counter Terrorism Working Group There is a CYC internal working group working on the detail. This group is chaired by the Assistant Director for Transport, Highways and Environment. | | Exec member | Cllr Andy D’Agorne | | Director responsible | Neil Ferris – Corporate Director of Economy and Place | | Dependencies | None | | Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny committee) | Executive February 2018: City Transport Access Measures [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10196&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10196&Ver=4) Executive September 2018: City Centre Access Update and Priority 1 Proposals [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10472&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10472&Ver=4) Executive August 2019: City Centre Access Experimental Traffic Order Conclusion and Phase 1 Proposals [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11108&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11108&Ver=4) | | Executive February 2020: Phase 1 Proposals (Update) | |---------------------------------------------------| | https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11116&Ver=4 | Project title | Parking Review ---|--- Reporting period | August 2020

Description

This project is to research, procure and implement a new parking back office system to replace the current system that is now out of date. In turn this new system will help to bring around a change in how parking is managed and how our customers interact with us by taking forward a customer self service system, such as the purchasing of parking permits and dealing with PCNs (Penalty Charge Notices).

Historically there have been a number of issues relating to the delivery of the Parking Services back office system due to issues with the supplier. Motivation for this approach is also brought about by the fact that more than 25% of footfall in the customer centre is for parking related matters. This has been attributed to complex policy, under performing IT systems and associated processes and lack of available on-line services for customers. There is an opportunity to resolve a number of issues with this change project with the delivery of an ICT back office system to deliver this change and as the catalyst to support the development of a new parking strategy and technological roadmap for the next 10+ years in line with the Local Plan and Local Transport Plan 4.

As part of this project the Council ICT team are looking into how this system could interface with existing CYC systems, such as FMS and CRM but looking forward, how these systems can interface with other systems such as parking machines and the wider Smart City work the Council is taking forward (STEP).

| Overall status this period (Aug) | Overall status previous period (Jul) | |---|---| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Aug | | | | | | | | | | Jul | | | | | | | | |

Costs Status Explanation

- Uncertainty of Covid19 and its financial impacts.
- Possibility of increased spend due to additional functionality realised during configuration stage.
- 5 weeks have been lost on configuration due to the DSA not being signed, discussions are ongoing regarding provision of an additional resource to claw back time.

Resources Status Explanation

- Based in the delays caused by the contract signing and DSA the resource required to migrate data over to the new system may not be available until later in August. Discussions have started to provide extra resource. | Tasks & Milestones | Status | Explanation | |-------------------|--------|-------------| | - Following the configuration stages, all other stages such as user acceptance testing will likely be delayed due to the Covid19 disruption. Timescales, risks and issues will be revised and key decision dates will be added. | | - While the above statement is still valid WSP seem confident we may be able to stick to the schedule for the UAT stage and an autumn implementation but this remains to be seen. | | - The Exec Member Decision session has been moved and condensed into one session on 10th August, this means the outstanding Exec Member report is still be decided upon that in turn creates some impacts on the project and various changes to policy. | | - The delay in signing the contract and DSA has caused up to 5 weeks delay for the WSP team. |

**Current status**

- Resolved the sticking points with the Data Sharing Agreement through discussions with CYC and WSP Legal contacts.
- Resolved issues that were linked to Android automatic updates and WSP’s Mobi Control upgrade.
- Pay Point Quote was signed off and meetings have been put in place across early August to discuss hooking this up to Taranto.
- UAT Training took place W/C 6th July to prepare staff for UAT testing.
- Kick started conversations with WSP on how Civica will hook up to Taranto to allow payments for PCN’s and Permits through the portal and back office.
- Explored cost and received a quote from WSP for new CEO printers and support.
- Managed to cancel 2 of the original change requests based on seeing the system in action and finding a process that would work.

**Future outlook**

- Now the DSA has been amended and signed work can begin on data migration for the first two weeks of August and then configuration can begin the 2nd half of August.
- Continue to work through the handheld testing with Kiosk mode and then purchase the 25 devices.
- Transport decision session on 11th August.
- Discuss the scope for phase two of the project with internal team and then WSP.
- Receive quote from WSP to alter the configuration of the resident’s vehicle checker web application to allow workflow items to be sent via email for out of hours reports.
- Working through training logistics with Customer Services to roll out the training across 21 CSR’s. The only risk since the last Verto report would be the following however, this has been resolved in the last week. Follow up conversations are now in progress to discuss what caused this 5 week delay and how we can avoid it happening again but also how WSP can provide extra support to make up for lost time: - There was a risk that if CYC and WSP cannot come to an agreement on the signing of the Data Sharing Agreement before the end of July we would lose our resource not only on data migration but also configuration. The person carrying out data migration has been re booked in for the first two weeks of August and then the config is booked in from the 20th August. This means we won't get a fully configured system until end of August/early September making the December go live date very tight.

| Reports to | The project is steered by the Parking working group and reports to the Transport Board | | Exec member | Cllr Andy D’Agorne | | Director responsible | Neil Ferris – Corporate Director of Economy and Place | | Dependencies | None | | Link to paper if it has been to another member meeting. | Executive February 2016: Parking Review [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8846&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8846&Ver=4)\
Executive November 2019: Parking Update [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11112&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11112&Ver=4) | The purpose of the inclusion review will be to ensure that The Local Authority and School Community work together to maximise the opportunity for early intervention and prevention and to improve the outcomes of children and young people with special educational needs and/or disabilities (SEND).

The review will examine the current configuration of services and the use of funding to support SEND to ensure that there is greater clarity and accountability around the use and impact of resources. The pressures on the High Needs funding block within the designated schools grant (DSG) means that there are accelerating financial pressures in meeting the needs of children and young people with SEND.

A key purpose of the Inclusion Review is ensuring that the pressures on High Needs funding are being managed effectively whilst ensuring that the local authority is able to deliver its statutory duties articulated in the Children and Families Act, 2014 and the SEND code of practice.

| Overall status this period (Aug) | Overall status previous period (Jul) | |----------------------------------|-------------------------------------| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Aug | | | | | | | | | | Jul | | | | | | | | |

**Scope Status Explanation**

- The CYC project group is continuing to meet monthly and in the last month has been focusing on developing a financial plan to underpin the development of the communication and interaction and SEMH pathways. A full review of the pupil level spend of the High Needs block has taken place and this has included a full review of the Danesgate roll. The review of the Danesgate roll will inform the commissioning plan for 2021.
- A draft commissioning plan has been produced and shared with the trustees of South York MAT.

**Quality Status Explanation**

- The Written Statement of Action was submitted on 28th May and has been judged fit for purpose. All workstreams have met and have 10 point action plans in place. A monthly reporting cycle to the SEND Improvement Board has been established.
- The WSA workstreams are making progress - outstanding actions remain the development of the data dashboard and joint commissioning strategy.

**Costs Status Explanation**

- Schools continue to face disruption due to Covid-19 and the next steps are to evaluate the impact of the lockdown and home schooling on children and young people with SEND. The learning from this piece of work will help to inform the actions in the final phase of the Inclusion Review with a specific focus on SEN support in mainstream.
- The impact of Covid on mainstream provision for SEND will become known from September. There is a risk that in the short-term there may be an increase in exclusions.

| Resource Status Explanation | - Due to the experience of Covid 19 there could be an increase in requests for statutory assessment in the autumn term. Post 19 provision is also likely to be impacted as there are increasing requests to repeat years due to time lost during the Covid lockdown.

- The development of the 14-16 vocational project with York College has been impacted by Covid, This means that the project start date has been postponed from September 2020 to January 2021. | | Financial Status Explanation | The work currently taking place to review panel processes and practice models will provide opportunities to reduce costs in some areas, however, Covid19 is impacting on the ability to move forward. Progress is being made on developing the modelling of provision to prepare for consultation with stakeholders in late summer/early autumn. | | Non Financial Status Explanation | The SEMH banding has been re-written and commissioning contracts are being sharpened. | | Tasks & Milestones Explanation | Work is progressing on revising the provision map and will inform a report to Schools Forum in September 2020 | | Risk Status Explanation | Active risk management is ongoing. | | Issues Status Explanation | - The written statement of action has been submitted to Ofsted.
- The impact on Covid 19 on inclusion in schools is yet to be fully understood, however, there is a risk of an increase in fixed term and permanent exclusions as the schools return to full provision in the autumn. There is also a risk that there is an increase in requests for statutory assessments in the autumn term due to the Covid lockdown being lifted. |

**Current status**

- Phase 3 of the Inclusion Review has started and a steering group appointed. The programme plan will be developed by this group using the recommendations from phase 2 of the review.
- The strategic principles developed in stage 2 have been agreed and shared with the Council's Executive, Schools forum and members of the York Schools and Academies Board.
- Capital works have taken place at Hob Moor Oaks primary special school (August 2018) and capital works have been agreed to support the development of the post 19 local education offer at Blueberry academy and Askham Bryan College.
- Expressions of interest for secondary satellite provision have been received and a project plan is in the early stages of development. A feasibility study is taking place with a primary school to support the development of a proposed primary ERP provision.

Preliminary work to review the Behaviour and Attendance Partnership protocols and processes is underway.

A steering group has been established to oversee the academy conversion of the Danesgate Community. This will put in place a commissioning agreement with the South Partnership Multi-Academy Trust which will define the future relationship between the local authority and Danesgate when it becomes an alternative provision academy.

**Future outlook**

- A draft Danesgate commissioning contract has been produced and shared with the trustees of South York MAT. This will be further refined and finalised by 30th November 2020.
- Proposals for changes to the city provision map have been drafted based on an analysis of current and future need linked to complex autism and communication and interaction needs. These proposals will be shared with Schools Forum in September 2020.
- From September 2020 there will be a focus on re-establishing the graduated response with an emphasis on improving the use of My Support Plans to ensure that there is a greater consistency in the quality of mainstream school support for those identified as SEN support.
- The work to develop and implement the early years speech and language pathway will be restarted in September 2020.

| Reports to | CEC, DMT | |------------|----------| | Exec member | Cllr Ian Cuthbertson | | Director responsible | Amanda Hatton – Corporate Director of Children, Education and Communities | | Dependencies | None | | Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny committee) | Executive November 2018: The Inclusion Review and the Special Needs Capital Grant [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10474&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10474&Ver=4)\
Executive August 2019: Executive Report Danesgate Land Academy Conversion [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11108&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11108&Ver=4)\
Executive November 2019: Millthorpe School - Enhanced Resource Provision [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11112&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11112&Ver=4) | Be Independent (BI) is the provider of the Council’s community alarm and equipment service. This includes a 24 hour response service, assessment and installation of equipment, telecare and assistive technology services. These services play a key role in supporting better outcomes for individuals either in their own homes, supported living or in residential and nursing homes across the City. The aim is to prevent, reduce or delay the need for care, enabling people to be as independent as possible. Previously provided in-house, the service was externalised in 2014 and the Council supported the establishment of a social enterprise in the form of a Community Interest Company (CIC) to deliver the service.

In June 2018 the Executive agreed to the transfer of Be Independent service back to the Council and the direct management of Health, Housing & Adult Social Care.

All assets and liabilities will be transferred from Be Independent to the City of York Council and staff transfers will be agreed under TUPE.

Following the transfer which was completed in August 2018, an operational review of the service has commenced to understand its core functions, purpose, strengths and areas for improvement to ensure that it is sustainable. Whilst the overarching vision for the service will be co-produced in line with the Council’s vision, a 3 month IT scoping project has been commissioned to review the systems/processes currently in use as this is a key priority to move the service forward.

Be Independent needs to have a robust IT infrastructure in line with CYC protocols to enhance and grow the business, and improve the customer experience of this Community Equipment & Response Service.

By utilising the latest technology (GDPR compliant), workers will become agile and customers will have a seamless service from all teams including Business Support, Response, Assessment and Control Teams, where an overburden on paperwork is phased out. IT aims to integrate different software systems used for call handling, stock management and financing linked to a service manager with comprehensive performance reporting tools. Streamlining software systems and providing teams with the appropriate hardware (with internet connection) is a primary focus in order for the teams to perform efficiently and effectively. This will improve the use of resources, develop capacity and ensure a strength based approach can be implemented in the future.

| Overall status this period (Aug) | Overall status previous period (Jul) | |----------------------------------|-------------------------------------| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Aug | | | | | | | | | | Jul | | | | | | | | |

**Scope Status Explanation** Due to the current COVID19 situation, staff have been mobilised with laptops to continue to work from home where possible. New business processes have been put in place to avoid social contact where possible, as well as adaptations to taking payments. A new call handling software solution will be the focus of the project moving forward to enable a fully mobile workforce.

**Cost Status Explanation** 50% of the initial set up fee has been paid as a deposit for the new call handling platform provider in order to commit resources from their team to this project. The balance will be paid upon project completion, and the monthly cost will be invoiced once the system is fully live. The cost of SIP trunk rental set up has also been paid, and from the 13th of July will be charged for the line rentals of the lines / channels. Once the information on re-purposing existing kit is confirmed, the costs of kit for the control room operators will be confirmed. Thin clients will be provided as a FOC interim solution for control room operators working from home to reduce cost.

**Tasks & Milestones Status Explanation**

- The main focus of the project is to replace the call handling system to enable a mobile workforce in line with the vision and direction of the service area, to ensure it is future proof and fit for purpose.
- Further work is being progressed with technology and how it can support early discharge / step down facilities for those recovering from CV19 and working towards a preventative model.
- Data migration and testing will be the largest piece of work in the project plan with the replacement of the call handling system.

**Issues Status Explanation**

- Issues remain under review.

**Current status**

- First data pass has been converted on the UMO live system for data checking. This data is being actively checked by project champions and raising a log of issues identified to be resolved.
- Training has taken place for data checking, call handling with control room operators.
- Mitel phone and headset set up has been confirmed, awaiting process of potentially re-purposing existing kit to be used.
- Thin Client set up for operators to work from home has been offered FOC by ICT, however the additional kit will need to be invested in by the service area. • Monitors tested for two screens set up in control room. • Business continuity processes have been facilitated for the service area to continue to develop and implement. • Confirmation on workstation hardware owned by BI and no requirement to return to supplier (can be recycled once switched off). • Ongoing security clearance and information documentation being progressed with IoT / assistive technologies.

Future outlook

• Update from engineers on when second data pass can be migrated • Training for CRM modules starting Aug 11. • Reviewing internal business processes that will be changed due to software. • Order equipment for control room operators and look at logistics of home installs. • Understand process of workstations to be recycled with colleagues.

| Reports to | Head of ICT/Director level/CMT/Executive | |---------------------|------------------------------------------| | Exec member | Cllr Carol Runciman | | Director responsible| Sharon Houlden - Corporate Director of Health, Housing and Adult Social Care | | Dependencies | None | | Link to paper if it has been to another member meeting | Executive June 2018 - Transfer of Be Independent to the direct management of City of York Council [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10469&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10469&Ver=4) | Project title | Procurement of MSA and Strategic Engagement Technology Partner

Reporting period | August 2020

Description

To develop a specification, procure and appoint a technology provider to deliver the City of York Council’s (CYC) essential managed network services arrangements (MSA) this includes connectivity, voice and data services. CYC’s current MSA contract expires following an extension period, on 31 August 2020. The contract is currently worth £2million per year and the new contract is likely to run for at least a minimum of 10 years.

The procurement process was approved by Executive in November 2017, and progressed proper in April 2019 after the appointment of commercial procurement partners to support internal capacity, with the view to develop an Invitation to Tender for both CYC and Harrogate Borough Council. The scope of the review then changed in July 2019 to proceed to meet CYC requirements only, due to a change in Harrogate’s local circumstances. There is continuing good relationships between the two councils and a shared management team.

The new provider will be a strategic technical delivery partner enabling CYC to achieve its strategy for the delivery of digital services to its residents, businesses and partners.

Progress of the original project to date includes documenting the requirements of both councils and production of a draft ITT. The changing scope of the procurement has allowed a pause in proceedings to allow for the following:

- A review of work done to date and a revision of the scope of the project.
- Bringing the project in line with Council’s All About Projects approach
- Addressing of known risk as per independent legal and technical advice commissioned given the time taken to date and learning from recent procurement practice elsewhere.

The aim of this revised project is to recommence the procurement with a robust approach and assurance that the Council can secure the best MSA going forward given changed scope and lessons learned.

| Overall status this period (Aug) | Overall status previous period (Jul) | |----------------------------------|-------------------------------------| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Aug | | | | | | | | | | Jul | Resources Status | Explanation | Tasks & Milestones Status | Explanation | Risks Status | Explanation | Issues Status | Explanation | |-----|------------------|-------------|---------------------------|-------------|--------------|-------------|--------------|-------------| | | | The delay caused by project stoppage due to COVID 19 pandemic means the project timescales and therefore the commitment of resources to this project has been impacted. | Due to the stop in the project due to Covid 19 the timetable for the procurement has been delayed by a number of months. | Project delay due to Covid 19 stopping the project in March has had some knock on impact on risks identified around project timeline and project resourcing. | The delay to the project timeline caused by pandemic bringing all project to temporary halt in March 2020. |

**Current status**

Project reconvened 30th June 2020 by agreement of the board. Further updates on ITT and supporting annexes carried out to reflect any changes that have come about since the project temporarily stopped in March due to the COVID 19 pandemic. Financial review of MSA also carried out to check no assumptions have changed since March.

**Future outlook**

- ITT due for release week beginning 27th of July 2020.
- Questions from bidders accepted up until 15th August, submission of responses due by 24th August.
- The project board is due to meet on the 28th of July to consider a number of agenda items, including appointing an independent external technical adviser to sit on the board.
- Activities for next period include answering bidder queries and planning for the evaluation of the bids.

**Reports to**

- Project Board chaired by a Project Sponsor and meets on a monthly basis.
- Project Steering Group chaired by the Project Manager meets weekly.
- Project Sponsor and Project Manager meet weekly.
- Legal and Finance/Procurement are represented at both meetings at both strategic and operational levels.
- Oversight is provided by the Council’s Corporate Project & Programmes’ manager.
- Independent assurance provided by an external adviser/consultant.

**Exec member**

Cllr Nigel Ayre | **Director responsible** | Ian Floyd – Deputy Chief Executive & Director of Customer & Corporate Services | |--------------------------|--------------------------------------------------------------------------------| | **Dependencies** | **Link to paper if it has been to another member** Exec Dec 2017 – Procurement of ICT Managed Services [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10194&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10194&Ver=4) | Hyper Hubs are an innovative combination of solar energy harvesting and storage with electric vehicle charging points, reducing the reliance of electric vehicles on the UK electricity grid and reducing greenhouse gas (GHG) emissions. By providing Hyper Hubs at Poppleton and Monks Cross Park and Ride sites, we aim to increase the use of electric vehicles for journeys in and to York, providing eight private vehicle charging points at each site.

By providing Hyper Hubs at Poppleton and Monks Cross Park and Ride sites, a solar canopy would be erected over approximately 100 parking spaces, providing space for 1,400 m2 of solar panels. This canopy is an elevated structure – essentially a roof below which cars can still park – with solar panels on the top. Adjacent to the canopy, but not on land currently used for parking, there would be an energy storage facility – a battery. At each site there would also be eight charging points for electric vehicles. Electricity generated by the solar panels would be used to hyper charge vehicles plugged in to the charging points. Electricity not used immediately would be stored in the battery. When the battery is full, this electricity could be fed into the national grid.

The solar canopies would use the free space immediately above the vehicles to harvest solar energy to the site. Batteries would then store the electricity, providing it either to hyper charge electric vehicles when plugged in, or feeding it into the UK electricity grid.

The electric vehicle infrastructure element of the project is to purchase and install the DC ‘hyper’ charging points (faster than current ‘rapid’ charge speed points at 50kW) which will supply the energy to the vehicles. These will be installed in a Hub of eight car bays which can supply up to 150kW power output per car, with a typical charging session taking 10-20 minutes. By way of comparison, a typical home charging point takes around eight hours to charge an electric vehicle.

- Poppleton Bar design work will be delayed due to the test centre. We hope to be able to complete the required technical surveys outside of | Tasks & Milestones Status | Explanation | |---------------------------|-------------| | test centre opening hours in order to progress the design work while the test centre is occupying the site. | | • Project Milestones are being assessed to account for delays caused by COVID-19 and the Poppleton bar test centre. Our approach is to continue with desktop based work which can be progressed during the current movement restrictions. We will develop a robust construction plan with a flexible start date which will begin once the covid-19 situation allows. We will phase the construction works, concentrating on delivering Monks Cross first. |

| Risk Status Explanation | | |-------------------------|-------------| | Risks updated to reflect most significant current risks to the project. |

| Issues Status Explanation | | |---------------------------|-------------| | Poppleton Bar Park & Ride will be used as a COVID-19 super testing centre for an estimated 6 months. We aim to gain limited site access to perform technical surveys which are essential to completing the detailed design work. |

**Current status**

Preparations to start work at Monks Cross are complete, pending acceptance of the lease amendments which are currently being reviewed.

Electrical design at Poppleton Bar has been revised after it has emerged that the maximum grid connection we can obtain is lower than anticipated. The new design manages power for the whole site, including the bus charging facilities, terminal building and car park lighting. The Battery Energy Storage System will be used to manage peak loads which exceed the sites 398kW capacity.

**Future outlook**

- Completion of lease amendments for both sites.
- Technical surveys begin at Monks Cross.
- Development of comms package and branding.

**Reports to**

The project will report to the Transport board. This is an internal board that is chaired by the Assistant Director for Transport, Highways and Environment. The members also include the Head of Transport, who acts as the City of York Council client for the project and the Head of Programmes, who is responsible for the delivery of projects within the Economy and Place Directorate. The Project Manager will report to the Sustainable Transport Manager (who reports to the Head of Transport) and will be held to account for delivery by the Head of Programmes, who will also provide Project assurance. Finance also are members of the board to provide any technical input.

| Exec member | Cllr Andy D’Agorne | |-------------------|--------------------| | Director responsible | Neil Ferris – Corporate Director of Economy and Place |

| Dependencies | Executive March 2019 - A Sustainable Future for York with Hyper Hubs\
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11469&Ver=4 | | | Executive Sept 2019 - Reducing York’s Carbon Footprint with Electric Vehicles\
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11109&Ver=4 | | | Executive March 2020 - Electric Vehicle Charging Strategy\
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11117&Ver=4 |

European Union\
European Regional Development Fund Project title | Future Library Investment Programme (FLIP) ---|--- Reporting period | August 2020

Description

To deliver the library vision for Library Learning Centres with investment of over £4m for Acomb and Clifton.

| Overall status this period (Aug) | Overall status previous period (Jul) | |---|---| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Aug | | | | | | | | | Jul | | | | | | | |

Current status

Project has been reviewed, post COVID-19 with the working group meeting to review programme milestones for the next 18 months, recognising that constant 'monitor and adapt' approach will be needed as we recover from the epidemic.

Acceptance that a risk workshop led by Veritua will be fundamental in analysing the impact of COVID-19 as this programme of work will have new risks and opportunities.

The long list of site options for Clifton and Acomb library is well developed, but requires further work to complete the high level options appraisal, before selecting the best sites for initial feasibility studies.

Work has also been done to understand the current site development opportunity at Acomb, as this was the very first 'Explore Centre' which represents the future library vision so any other site would be naturally compared against it. The results of this work clearly demonstrate the range of possible expansion on the current site. In terms of the existing Clifton library site, a work package has not been considered to look at its possible expansion as site expansion possibilities are very limited and the current building in not fit for purpose.

Future outlook

- The next period will see the ongoing development of the site options appraisal and validation of the appraisal by the whole project team, prior to start focussing on which sites have potential to reach a short list for feasibility studies.
- The risk workshop run by Veritua will be completed by the first week in September.

| Reports to | A programme board made up from senior officers from both Explore and the Council will lead the Programme, reporting will follow the corporate project management approach. | | Exec member | Cllr Darryl Smalley | | Director responsible | Amanda Hatton - Corporate Director of Children, Education and Communities | | Dependencies | | | Link to paper if it has been to another member | Executive October 2019 - Future Libraries Investment Programme [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11111&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11111&Ver=4) | Project title | Pay on Exit ---|--- Reporting period | August 2020

Working with YorkBID, this project will see the implementation of Pay on Exit technology at Piccadilly Car Park that will allow users to pay upon exiting the car park rather than the traditional pay and display method currently in use. A Pay on Exit system is in place at Marygate, however it frequently suffers major faults; therefore the Pay on Exit systems at Marygate will be reviewed and, if required, replaced.

In addition cashless system is desired by both CYC and YorkBID. The feasibility study will review and consider a cashless payment system and, if appropriate, this project will see the implementation such payment system at both Marygate and Piccadilly.

Finally, the user experience at Piccadilly is to be enhanced in order to improve user satisfaction and occupancy levels.

The £430,000 budget is sourced via: £330k through Corporate (£180k 2019/2020 budget and £150k 2020/2021 budget) and £100k through YorkBID.

| Overall status this period (August) | |---|---|---|---|---|---|---|---|---| | Aug | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Quality Status Explanation | Due to the uncertainty as to cost, the quality of the project is at risk. However, by delivering this project over two phases, this risk should be reduced. | | Costs Status Explanation | Due to the reduced project budget given the impact of COVID, this project may now have to be delivered across two phases, dependent upon the cost of the pay on exit technology. The budget will be confirmed following the procurement process of the technology for both sites. | | Tasks & Milestones Status Explanation | Milestones may be at risk due to COVID working restrictions and/or any further COVID spike causing localised/national lock down. |

Current status

- Design for Pay on Exit systems has been undertaken and completed, seeing publication of tender to framework suppliers. The tender process shall conclude, seeing contract award during week commencing 10 August 2020. • Design for external signage at Piccadilly and Marygate has commenced, with CYC planning department being consulted as to any planning requirements for both sites.

**Future outlook**

• During the next reporting period, it is intended that finalised installation designs will be agreed with the awarded pay on exit provider, seeing commencement of works on site mid-September. • The design works for the external signage are to be agreed and planning permission sought. • A review of the project budget will be undertaken to assess the level of refurbishment works to Piccadilly to be undertaken during Phase 1. Following this, a specification for the refurbishment works will be created.

| Reports to | The project reports to the Transport Board. | | Exec member | Cllr Andy D’Agorne | | Director responsible | Neil Ferris – Corporate Director of Economy and Place | | Dependencies | Virtual Permit Back Office System | | Link to paper if it has been to another member | |